施工项目管理信息化研究

首先介绍了工程项目管理信息化的含义和意义,之后展示了现在我国工程项目管理信息化的现状以及所存在的问题,最后通过项目管理流程的介绍提出了自己的建议和对策.     

烟草企业信息化项目管理初探

本文通过分析烟草企业信息化项目建设中面临的困难与问题,重点阐述与总结了项目管理方法在烟草企业信息化建设中的初步应用,并提出了相关建议。     

企业信息化人力资源管理的成功要素

e-HR能够有效提升人力资源管理水平,但是并非实施e-HR的企业都收到了很好的效果。本文重点讨论实施信息化人力资源管理需要具备哪些条件因素,以及在实施过程中应该注意的问题。     

浅析制造企业项目管理信息化问题研究

制造企业要保障投产项目建设的成功实现,就必须进行严格高效的管理.本文结合工作中的实践经验,就制造企业信息化项目建设的项目管理方面粗略的谈一点自己的看法.     

项目管理信息化平台助推企业管理提升

现在,越来越多的工作都可以按项目管理的方式进行,特别是项目管理在新产品研发、市场营销、技术创新、产品产业化升级及新产品生产线更新等方面的卓越表现已将项目管理的观念渗透到企业所有的业务领域。项目管理信息化平台的建设和应用在企业管理方面具有重要意义,不仅体现在工程建设、软件开发等项目管理直接相关领域,在科研开发、生产制造等间接相关领域也是如此。C公司是中国冶金科工集团有限公司的控     

基于SEM模型对建筑施工企业影响因素的分析

随着经济的发展和社会的不断进步,施工安全已经受到了国家和广大人民群众越来越多的关注。本文运用结构方程的思想建立了各因素与施工安全的关系模型,采用问卷调查的方法收集数据,并通过LISREL软件分析数据,验证各指标体系以及结构模型的准确性与合理性,根据拟合数据,最终得到对数据拟合良好、结构合理的施工安全关系模型。     

企业信息化项目管理的关键

中国企业管理信息化的热潮在市场、企业、软件供应商、政府、机构的共同努力下，已经逐步发展起来了。因此，我们应当明确，在利用项目管理的方法进行企业信息化项目时，关键是要抓住项目管理五个过程组中的核心授权、沟通、确定项目范围、变更控制与文档建设问题。     

建筑企业项目管理信息化的尝试

目前，国内相当多的建筑企业在项目管理方面还处于人治阶段，主观随意性很大，其中只有少部分企业项目管理处于依靠文件化的制度管理阶段。随着计算机网络技术和信息技术的发展，建筑企业将要逐步倡导项目管理由文件化阶段向信息化阶段提升，要把文件化的管理程序模化在计算机网络中，管理人员的操作通过计算机网络进行，实现项目管理的信息化。     

企业信息化项目中的冲突管理研究

冲突管理作为一种现代管理方法，其应用能够极大地提高企业的管理效率，降低管理成本。本文基于对冲突管理内涵的理解，对企业信息化项目实施过程中的冲突来源进行了深入的剖析与解释，在此基础上，对解决不同冲突的方法进行了探讨。     

浅谈企业信息化项目的治理结构

企业信息化是一个过程,与工业化、现代化一样,是一个动态变化的过程.企业信息化就是在经济和社会活动中,通过采用信息技术和电子信息装备,更有效地开发和利用信息资源,推动经济发展和社会进步,使利用了信息资源而创造的劳动价值在国民生产总值中的比重逐步上升直至占主导地位的过程.     

Project success as a topic in project management journals

This article highlights the characteristics of articles on project success published between 1986 and 2004 in the Project Management Journal (PMJ) and the International Journal of Project Management (IJPM). The analysis covers references, concepts like project management success, project success, success criteria, and success factors; features of the samples, data collection, and analysis techniques used; and professional disciplines. The results show that research on project success is characterized by diversity except in epistemological and methodological perspectives. The article suggests a shift to project, portfolio, and program success and concludes with a discussion on the traditional state of the research, criticizes its assumptions, and offers alternative metaphors and recommendations for future research.     

如何提高中国企业ERP应用的成功率——巨化集团财务管理信息化成功之路的启示

针对中国应用ERP系统的成功率很低的严酷现实，本文理论联系实际指出了中国在推广ERP系统所存在的误区。通过巨化集团公司成功实现财务管理信息化的生动案例，总结出中国如何进行企业管理信息化建设的宝贵经验，并分析了中国实施ERP系统成功率不高的根源所在，给企业决策层以启示。     

浅析提高会计管理信息化水平的途径与措施

随着信息技术的迅猛发展,会计管理信息化已成为会计适应当今社会经济发展的必然趋势。文章探讨了会计管理信息化的内涵,指出应从宏观管理和微观经济两个层面推进信息化进程,并提出提高会计管理信息化的有效措施。     

Do project managers' leadership competencies contribute to project success?

This article explores the following hypothesis: There is a statistically significant relationship between a project manager's leadership competencies and project success. Two proven questionnaires, the leadership dimensions questionnaire (LDQ) and the project success questionnaire (PSQ), were used to gather data from 52 project managers and project sponsors from a financial services company in the United Kingdom. The results from the LDQ and PSQ are presented in this article. A factor analysis of PSQ revealed three independent factors: usability, project delivery, and value of output to clients. The last factor is not related to project leadership or management, so the article concentrates on correlations between the other two factors and project leadership. Eight separate leadership dimensions were found to be statistically significantly related to performance, so the hypothesis was largely supported. Identifying such relationships provides managers with guidance on possible selection and project improvement models, whereby increased capability in leadership dimensions can lead to increased success in project management.     

What project strategy really is: The fundamental building block in strategic project management

Strategic project management is gradually becoming a popular and growing trend within the discipline of project management. The general idea is that project management teams must learn how to deal with the business aspects of their projects, as well as better support their company's business strategy and sustainability, rather than just focus on meeting traditional time, budget, and performance goals. Although this approach has been gaining popularity, strategic project management has not yet become an explicit and widely used approach in the practice of project implementation. One of the concepts mentioned as an important element is project strategy; however, no universal framework or even a clear definition of what project strategy is has so far emerged. The goal of this article is to fill in this gap and provide a useful definition and a framework for the further study and implementation of the project strategy concept. Specifically, to achieve this goal, we first look at the origins of strategy in military and business research to discuss the question of what, exactly, project strategy is; we follow this discussion with an explicit definition of a project strategy. We then outline a framework for building a dedicated project strategy document for an individual project, and show how this framework can guide the project planning and execution processes. Using a case study approach, which included an action research phase, we demonstrate how project teams can adopt the strategy concept in a natural way that would lead their project to better business results.     

Building value through sustainable project management offices

Organizations' attempts to implement and gain value from investments in project management have resulted in the rapid growth and, in some cases, demise of project management offices (PMOs). The recent research literature on PMOs provides an ambiguous picture of the value case for PMOs and suggests the tenuous nature of their current position in many organizations. In studying project management implementations for the Value of Project Management project, we chose to use three detailed cases and comparisons with the remaining 62 organizations in the value project to study how PMOs are connected to value realization for organizations investing in project management. Specifically, we sought to understand how PMOs deliver sustained value to organizations. Using the theories of Jim Collins (Collins, 2001; Collins & Porras, 1994) as an interpretive framework, we explore these cases to understand how to create and sustain project management value through investment in PMOs.     

高校档案管理信息化建设刍议

文章从对高校档案信息化建设的内涵和主要内容分析入手,提出了努力争取领导重视和支持、不断增加资金投入力度、完善档案信息安全保障体系、并加强档案管理队伍建设等加快高校档案管理信息化建设步伐的策略。     

基于项目管理的软件产品研发管理研究

文章首先分析了常见的软件产品研发管理模式,并从项目管理的角度,针对当前软件项目管理中的薄弱环节,提出了“以项目目的为中心,以兴趣为导向,以制度规范为基石,以逆向三级目标管理方法为保障”,并且有效结合利用现有的先进项目管理工具与方法的软件产品研发项目管理模式。     

浅论我国工程项目管理的发展

文章在对国外先进的项目管理理念进行全面学习和分析的前提下,理清我国建设工程项目管理模式发展的脉络,找出其中的不足和缺陷,并及时解决存在的问题,最终找到适合我国国情发展的工程项目管理模式。